The long wait is over. As of this week, Australia has a strategic plan that promises to rejuvenate the nation’s lagging innovation performance – Australia 2030: Prosperity Through Innovation. But instead of a roadmap for action, it’s more of a sketch with detours, dead ends, and red lights which should be green.

This plan started as a commitment in Prime Minister Malcolm Turnbull’s 2015 National Innovation and Science Agenda. And it has now been prepared and released by an independent public agency, Innovation and Science Australia (ISA), after a Senate inquiry into the Australia’s research and innovation system and broad consultation across the community.

The report offers a range of 30 recommendations categorised into five “imperatives for action”: Education, Industry, Government, Research and Development, and Culture and Ambition. As part of this last imperative, ISA also proposes an ambitious National Missions initiative, comparable with moon shots.

We have a problem

Not only has Australia 2030 been widely anticipated in industry and in the research and education sector, it is much needed. The nation has a problem. On most international measures, such as the widely recognised Global Innovation Index, Australia consistently lags behind international competitors.

A curate’s egg

So it comes as a disappointment that the new strategic plan is something of a “curate’s egg” – good in some parts, but with missed opportunities in others. It is perfectly right, for example, in:

restating the need for urgent action if Australia is to maintain its social, economic and environmental well-being

recognising that the nation’s science and innovation system is a fragmented collection of institutions, programs and enterprises – public and private – cobbled together in a complex array of federal and state jurisdictions

identifying a leading role for government in the establishment of the policy and regulation settings within which participants in the innovation system operate, and

urging government to take an active role itself in the innovation process by, for instance, encouraging pre-commercial procurement of products from industry and “role modelling” 21st century service delivery.

Implementation not clear

However, the plan’s weaknesses become apparent when considering the policies and mechanisms needed to achieve the goals it outlines. How often is it in these discussions that laudable aspirations struggle to be matched by a coherent and adequately funded implementation strategy?

Consequently, the plan reads like a shopping list of disconnected ideas and initiatives, many of which are jarringly specific – “grow government procurement from Small to Medium Enterprises to 33% by 2022” – while others are sweeping: “increase commercialisation capability in research organisations”.

The problem is that details about how to turn such ideas into reality are less easy to find. This is surprising as there are many programs and approaches, both in Australia and internationally, which offer models and solutions.

An example: many Australian universities are taking steps to ramp up their “commercialisation capability” by hiring people with industry experience, encouraging scientists to collaborate with the end-users of their research, and simplifying the management of their intellectual property.

Similarly, little is said about the broader research and innovation system, and its deficiencies, in which the policy proposals are supposed to achieve results? These deficiencies are noted, not tackled. In contrast, global players like the UK, Germany, Finland, Sweden, South Korea and Singapore are busy reshaping their innovation systems with targeted industry policies to identify areas of current and future competitive advantage.

What are we good at?

While the ISA’s strategic plan paints a broad picture of where Australia needs to be in 2030, it does not provide any guide, let alone analysis, of these areas of potential competitive advantage. What is this country good at doing? What does it need to learn to do to compete in the global markets and value chains, and in which sectors of the economy?

Answering such questions is the job of technology foresight exercises where future scenarios are mapped out and planned for – something ISA seems not to have tried. It certainly had plenty of time to do so. Instead, the plan offers a set of national missions and strategic opportunities, with only isolated illustrations of how they can be achieved.

For example, the plan proposes a national mission to make Australia “one of the healthiest nations on Earth”. Who could argue? But in targeting “genomics and precision medicine”, where Australia does indeed excel, it avoids more controversial issues like controlling the population’s sugar intake.

Moreover, some of the other major issues facing Australia were seemingly not up for discussion, such as the challenges of renewable energy and super-fast broadband. Though these are mentioned as “beyond the scope of this plan”, can we realistically sell new national missions while current ones are unresolved?

For a plan that is supposed to embody longer term thinking, it is disappointing to see such capitulation to short-term political pressures. Why not try to deal head-on with the reality that the current government – every government – is ruled by politics and the three year political cycle. It’s frustrating for everyone that policies, funding and programs are chopped and changed, according to the government of the day.

Need for clear direction

Of course these are difficult challenges for a body like ISA. However, it is the function of a national science, research and innovation strategy to identify challenges and address them. It must offer not only a clear direction for the future but also coherent and effective pathways that enable those operating in the innovation system to deliver tangible outcomes.

No doubt the ISA strategy contains elements that will hit these targets, which is why we must wish it well. But equally it needs an organisational rethink: what are the national goals? What are the problems, and how do we go about fixing them, step-by-step, in a systematic way? Maybe this can be the next item on its agenda.

Glossy plans and lofty ambitions are good, and their educational value for both the political classes and the wider community should not be underestimated. But a blueprint for a constantly evolving, properly funded and joined-up research and innovation system would be better.

France recently appointed a tech ambassador to the Silicon Valley. French President Emmanuel Macron named David Martinon as “ambassador for digital affairs”, with jurisdiction over the digital issues that the foreign affairs ministry deals with. This includes digital governance, international negotiations and support for digital companies’ export operations.

The appointment is part of France’s international digital strategy, which is becoming a focus of its foreign policy. And France isn’t alone in doing this.

In early 2017, Denmark appointed a “TechPlomacy” ambassador to the tech industry. Casper Klynge is possibly the first-ever envoy to be dispatched to Silicon Valley with a clear mandate to build better relationships with major technology firms.

Some of these global players are also influential policy actors in their own right. In 2016, Foreign Policy presented its Diplomat of the Year Award to Eric Schmidt, executive chairman of Google parent company Alphabet Inc. The award was in recognition of Google’s contributions to international relations through empowering citizens globally.

What’s different about TechPlomacy?

The recent ambassadorial appointments signify not only the important socio-economic and political roles of technology, but also how diplomacy is evolving and adapting to the disruptive changes in our societies.

These developments mark the prominence of tech-cities on the global scene. Nation states are no longer the only players in international affairs; cities are also taking centre stage.

As opposed to lobbying governments in the world’s capitals, the new breed of diplomats will target tech-cities with multi-trillion-dollar technology sectors. They will also rub shoulders and nurture a direct dialogue with organisations that have gigantic economic impacts. In 2016, for example, Google helped to inject US$222 billion in economic activity in the US alone.

The so-called “Google ambassadors” won’t be targeting Silicon Valley only. The Office of Denmark’s Tech Ambassador has a team with physical presence across three time zones in North America, Europe and Asia. It will also connect with tech hubs around the world.

As part of an interconnected planet, these tech hubs will increasingly play a more active role in the global economy. Decision-makers are starting to recognise the imperative to establish good relationships and understand the tech giants’ policies and agendas.

… [C]ities rather than states or nations are becoming the islands of governance on which the future world order will be built.

He also suggests that connectivity through an expanding matrix of infrastructure (64 million kilometres of roads, 4 million kilometres of railways and 1 million kilometres of internet cables) will far outweigh the importance of 500,000 kilometres of international borders.

Still more questions than answers

As more cities assert their leadership on the world stage, new mechanisms and networks (e.g. C40 Cities) could emerge. That could signal a new generation of diplomacy that relates and engages with cities rather than bilateral collaboration between nations.

The C40 Cities Climate Leadership Group connects more than 90 of the world’s major cities.The Independent UK

Although these new diplomatic outposts have generated some profound interest, questions remain.

Will this era of tech diplomacy create collaborative ways to develop and achieve foreign policy priorities? Will it increasingly become a unifying global priority?

Do these appointments signify a transformation in international relationships? Will big tech companies also develop diplomatic capacities?

And will we witness the emergence of a post-national ideology of civic-ism, whereby people’s loyalty to the city surpasses that to a nation?

What comes next?

Not everyone will be excited by these appointments. Many would downplay their significance. Others would argue that tech companies have been engaged globally for years, and that they do this anyway as part of their “business as usual” activities.

Whether you embrace or object to it, a new world order is emerging around cities and their economies, rather than nations and their borders. These cities may ultimately chart pathways to their own sovereign diplomacy and formulate their own codes of conduct.

It is anyone’s guess whether the future will bear any resemblance to TechPlomacy or something else we haven’t yet imagined. The significance of these appointments will become clearer as the envoys go to work and we begin to understand the possibilities.

One and a half years on, you’d be excused for thinking a few pages of notes were missing from Budget 2017. Specifically no comment was made about the vision of where our great “ideas boom” was taking us – setting the scene to unite industry and researchers alike.

For manufacturing there was a glimmer of hope in the announcement of A$100 million to boost innovation, skills and employment in advanced manufacturing.

It addresses people, know-how, process and partnerships. If connected into a strategic plan there could be benefits for businesses as the manufacturing sector redeploys into new activity.

However, it does appear narrowly focused on the here and now for closed and closing automotive manufacturers.

Capital upgrades

The funding announcement refers to A$47.5 million for a new Advanced Manufacturing Growth Fund to support South Australian and Victorian manufacturers for capital upgrades to “make their businesses more competitive through innovative processes and equipment”.

My experience of project work with manufacturing companies is that capital cost of equipment (capital expenditure, or “CapEx”) has never been a roadblock to growth and success.

When the business case stacks up, CapEx is easily justified. The business case is built upon having the right people and know-how in the business.

In isolation the drive to purchase new equipment presents no value to business, and may even lead to stranded assets. But coupled with people and know-how, opportunities may come.

It’s important to recognise that right now, existing manufacturers are looking at how to utilise and/or redeploy their existing assets. In particular the automotive parts manufacturers are seeking new opportunities that match with existing equipment.

An example is a company that I am working with, Precision Components in South Australia. They are redeploying their large metal presses previously used in car component manufacturing to create components for capturing solar energy at HeliostatSA. It’s a project that has contributed to export capability for HeliostatSA.

Redeployment is the focus for many businesses today, not new equipment.

Small scale research projects

The funding announcement refers to A$4 million to support small scale and pilot research projects in advanced manufacturing, administered through the Advanced Manufacturing Growth Centre.

This seems like a good move.

Boosting innovation requires broadening the base of businesses looking to grow, and collaboration with university research programs is one way to achieve this. Small grants build confidence in collaborative partnerships, and help to clarify what the innovation is and its future return on investment.

A recent recipient of an Innovation Connections grant, company Sentek Pty Ltd, is utilising this scheme to fund new product development, and to underpin justification for future and larger investment. I am collaborating with Sentek on this project.

Cooperative Research Centre (CRC) Projects

The funding announcement refers to A$20 million under the Cooperative Research Centre – Projects initiative for larger scale advanced manufacturing research projects.

This funding should be warmly received.

The CRC program links researchers and industry, with the aim of delivering economic value to the industry partner and the sector more broadly. This scheme funds the real costs of research, develops skills in people, and incentivises transitioning knowledge out of the university.

The newly formed CRC Projects scheme is in its infancy, with industry firmly in the driving seat for administering the projects.

From the first two rounds of funding under the CRC Projects, a total of 28 projects have been funded. Each project has seen a co-investment from industry, universities, other research institutes, and the federal government.

Crunching the numbers for the funded projects shows, on average, the government invested A$2.04 million per project. This indicates that the new A$20 million of funding could support around an additional ten projects. This will stimulate activity and add value to our advanced manufacturing sector.

Innovation Labs

The funding announcement refers to A$10 million to establish Innovation Labs in South Australia and Victoria to serve industry.

It’s difficult to know what this means in reality.

Perhaps the purpose is to provide facilities for early stage innovation to be tested at minimal expense, and reduce the risk of the business making significant investment in infrastructure.

Perhaps it will allow researchers or companies to shore up concepts before seeking investment and raising capital. Maybe existing facilities will seek financial support to expand their remit across a diverse advanced manufacturing sector.

A topical example relates to additive manufacturing – generally known as 3D printing. Businesses producing 3D-printed products need a testing ground to conduct certification and accreditation of products prior to sale. The Innovation Labs could fill this void, and complete the link between laboratory research and commercial product.

Engineering excellence

The funding announcement refers to A$5 million investment in engineering student research at universities, technology institutions and in industry to maintain the flow of highly trained engineers to the automotive design and engineering sector.

At the heart of innovation are people.

Engineers represent one discipline that contributes to the pipeline of innovation. An investment to see the continual training of excellent engineers may address the loss of traditional career pathways.

Perhaps the funds will aid in restructuring of engineering education towards emerging opportunities in the health and medical, agriculture, renewable energy and other sectors.

As more details come to light in the coming weeks and months, the Turnbull government’s vision for Australia’s manufacturing future may become clearer.

But the sense from the manufacturers themselves is that they will just get on and do it anyway.

Is this a gimmick or a legitimate innovation for preaching? During sermons, the Rev. Mike Schreiner of Morning Star Church (United Methodist denomination), allows text messages to be sent off – to him that is, with questions relating to the sermon.

The so-called ‘Director of Worship,’ Amie Haskins, receives the messages on the church mobile phone. These she screens and then types questions into a keyboard to be sent via a computer connected to Schreiner’s lap top in the pulpit.

With the questions appearing on his screen, this allows Schreiner the ability to answer relevant questions during the sermon.

The text messaging also engages the young people of the church and they listen more intently than they did before.

The text messaging is part of the wider ‘technological ministry’ operating at the church, which includes lighting controls, presentations on the large screens above the stage, wide-screen plasma monitors in the church’s coffee shop in the lobby, etc.

Apparently the texting fad is taking off across the US and is even used to some degree in the Mars Hill Church at Seattle.

Part of the philosophy behind the texting fad seems to be to be more appealing to people so that they come to church and get more involved in what is actually happening. Undoubtedly this would be an attractive and seemingly successful method for getting people involved and coming along, especially those who love their gadgets these days.

I am sure that texting has its place in the ministry of any modern church and can prove very useful to send messages to large numbers of people at once and for keeping in touch, however, the use of texting in the local church context seems to me to be out of place.

Preaching ought not to be confused with teaching, with the two being different aspects of a church’s ministry. Certainly any true preaching will include teaching, but teaching need not include preaching. Preaching is the authoritative declaration of the Word of God to the people of God by the God-called preacher of God. He comes with a message that is to be heard by the people of God for the people of God. The message is not to be tailor made to the felt needs of the people sitting in the congregation nor is it to be modified to suit the desires of those sitting there as expressed via texted questions to the preacher.

The danger is that the preacher will be moved away from his task and go off message to pursue certain tangents that may not even have been the course he intended to take as the messenger of God to the people of God. He comes with the Burden of the Lord and he must speak and be heard as that messenger.

Preaching is a declaration and explanation of the Word with relevant and searching application and as such is not a dialogue, no matter what form that dialogue might take.

One of the groups I have a lot of time for in Australia and one which I am planning to support in a more active way in the New Year (once I get back on my feet so to speak) is Bush Heritage Australia.

Bush Heritage Australia is actively seeking to protect 1% of Australia by 2025, ensuring the protection of our unique flora, fauna and wild places. This is done through purchasing land by money donated to it by those wanting to protect the Australian environment and natural heritage. Bush Heritage currently owns some 1 million hectares, meaning it needs to acquire a further 6 million hectares to obtain its 2025 goal.

In September 2008, Bush Heritage Australia purchased the 8 100 hectare Edgbaston Station, 140km north-east of Longreach in Queensland for 3.5 million dollars. In doing so, Bush Heritage has ensured the survival of Australia’s most endangered and smallest freshwater fish species, the Redfin Blue-Eye Fish. This region is the only location in which this fish species now lives.

But it is not only the Redfin Blue-Eye Fish that will be protected by the purchase of this property as this region and the springs found on the property is the only known habitat for several other species of fish, snails, plants and a crustacean.

The springs on Edgbaston Station are located in the upper catchment of Pelican Creek which flows into the Thompson River and Lake Eyre. There are some 50 artesian springs on the property, supporting a large diversity of life.

The 3.5 million dollars required for the purchase of Edgbaston Station included 1.324 Million dollars from the Australian government’s Maintaining Australia’s Biodiversity Hotspots program and donations from the Queensland Department of Natural Resources and Water and the Queensland Department for Sustainability, Climate Change and Innovation.

Bush Heritage will be working alongside of the Iningai people, who are the traditional owners of the land on which Edgbaston Station is located, to manage the property.

For information on what you can do to assist Bush heritage Australia or to get more information on any of the reserves managed by Bush heritage Australia visit the web site below.